TMSD 17 (1) pp.

65–85 Intellect Limited 2018

International Journal of Technology Management & Sustainable Development

Volume 17 Number 1
© 2018 Intellect Ltd Article. English language. doi: 10.1386/tmsd.17.1.65_1

Syntia Lemos Cotrim, Dante Alves Medeiros Filho,

Gislaine Camila Lapasini Leal and Edwin Vladimir Cardoza
Galdamez
State University of Maringá

Implementation of cleaner
production along with
quality management tools

Abstract Keywords
Industries use management models and tools to meet environmental standards, quality management
while maintaining economic growth at a sustainable level. There is a growing body cleaner production
of knowledge about the implementation of cleaner production methods; however, waste reduction
questions as to which tools to use in the collection and analysis of data about the integrated method
production process, or how to prioritize actions for improvement of the production sustainability
process, have not yet been adequately addressed. This article evaluates models in food industry
order to obtain a method that integrates the concept of cleaner production integrated
method (CPIM) with quality management tools and techniques. Cleaner production
methods alone are very vague and the application of its stages is far from clear. So
the use of quality management tools would give the much required support for the
implementation of cleaner production programmes. To evaluate this model, a case
study is presented in an industry in the food sector. This research has enabled the
analysis of the applicability of the method and its impact in reducing waste genera-
tion and consumption of natural resources. As a result, a 19 per cent reduction was
obtained in total waste generation and 35 per cent reduction in waste generation in
the main sector where the method was applied.

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1. 5S is a structured 1. Introduction
programme to
systematically achieve As a result of rapid increases in the world’s population and the rapid rural to
total organization, urban population shifts, many mega cities are developing without adequate
cleanliness and
standardization in the planning (Bayulken and Huisingh 2015). This rapid growth of urban popu-
workplace. 5S stands lation has also prompted growth in the production of goods and increased
for the Japanese words
seiri (tidiness), seiton
use of energy and material resources. According to Kubota and Rosa (2013),
(orderliness), seiso the increase of production and growing consumption of goods and services
(cleanliness), seiketsu are factors that generate negative environmental impacts. Lee and Tansel
(standardization) and
shitsuke (discipline) (2012) also highlight another problem relating to sustainable water demand
(OSADA 1995). management, which is of critical significance from environmental, social and
economic perspectives.
The global concern over solid waste has increased compared to the growth
of production, mismanagement and lack of final disposal areas (Jabbour et al.
2014). The new environmental challenges require a different and new territorial
planning and management tool capable of combining reduction of environmen-
tal impact and increasing market opportunities (Daddi et al. 2012). Therefore,
what it is proposed to industries is the search for new technologies and meth-
ods to rationalize the use of resources. These preventive actions are targeted at
performances at the source of waste generation, and involve transformation of
production processes and the technologies employed (Zeng et al. 2010).
Kliopova and Staniski (2006) report that many manufacturing compa-
nies have enforced the insertion of cleaner production (CP) into the produc-
tion process. According to Silva et al. (2013), although implementation of CP
methods is widely discussed in the literature, it is not addressed deeply to
answer clearly issues such as which tools to use in the collection and analysis
of data from the production process, or how to prioritize actions of improve-
ment that are most relevant. The suggestion of a model that integrates cleaner
production and quality management tools, including 5S1 and Autonomous
Maintenance Program, seeks to guide the company about the importance of
the environmental and quality management for sustainable development.
This article offers two fundamental contributions to research in cleaner
production methods. First, it argues that cleaner production methods alone
are very vague in the application of the various stages, so that small and
medium enterprises (SMEs) have difficulty in implementing them. However,
they are definitely a step in the right direction, since they provide the basis for
the expansion of the scope for sustainability. Second, it presents a method,
demonstrating that quality management tools give the support that is lacking
for the implementation of cleaner production programmes through a point of
view that dialogue more clearly with the manufacturing industry.
The article is organized in six parts. Section 1 provides a brief introduc-
tion on the subject setting out the context and scope of the article; sections 2
and 3 present the literature on waste generation and integrated management
system (IMS) and cleaner production; section 4 presents the method used for
the development of research; section 5 presents the results and discussions
about the application of the method in a case study. Finally the sixth section
draws conclusions to the discussion conducted in the article.

2. Industries and waste generation

Waste minimization refers to strategies that aim to prevent waste at source
through upstream interventions and includes waste prevention. Bartl (2014)
states that waste prevention and re-use have the highest priority, and both

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 Implementation of cleaner production along …

take effect before the end-of-life phase of a product or of a material is reached.

Recycling only takes the third place in the priority order, and recovery and
disposal represent the least favourable option. In terms of production, such
strategies often focus on optimizing resource and energy use and lowering
toxicity in order to reduce the quantities, volumes and hazards of waste, either
as stock or flow sources (Cossu and Williams 2015).
Meité et al. (2009) state that SMEs around the world have the same char-
acteristics in terms of economic importance, technical and management
constraints, and threats and challenges they face. In this context, the dominant
economic theory described by Zeng et al. (2010) states that the companies
have no incentive to reduce pollution, unless they are forced to do so.
With respect to the food industry, Levis et al. (2010) report that the produc-
tion of food causes major negative impacts on the environment, particularly in
terms of emissions of greenhouse gases and water consumption. Therefore,
new technology is urgently needed to solve the problem of wastewater pollu-
tion (Wang et al. 2008).
According to Bernstad et al. (2016), recent data demonstrate that the food
supply chain (FSC) is one of the main drivers behind several major global
environmental problems; and studies have also shown that the environmental
impact of the food sector can be severely reduced through waste prevention
measures.
Food waste is mostly made up of materials intended for human consump-
tion that are subsequently discharged, lost, degraded or contaminated. The
problem of food waste is on the increase, and involves challenges to all
aspects of waste management from collection to disposal (Girotto et al. 2015).
According to Yoshizawa (Yoshizawa et al. 2004), the amount of waste genera-
tion in the world was about 12.6 billion tons in 2002, of which eleven million
tons were industrial waste and 1.6 billion tons were urban solid waste. It is
projected that this amount would rise to about nineteen billion tons by 2025.
According to Blackman (2006), SMEs are considered pillars of sustainable
development. SMEs constitute 96% to 99% of the total number of companies
(OECD 2002), and contribute to a large part of global pollution (Hillary 2006).
In the EU, SMEs account for about 64% of pollution (ECEI 2010). However,
most SMEs are currently facing difficulties such as and obsolete technology of
machinery and equipment; inexperienced and untrained workers; and insuf-
ficient financial resources. These shortfalls appear to have worsened the envi-
ronmental impact of SMEs (Shi and Zhang 2006).

3. IMS and cleaner production

According to Bernardo et al. (2009), the evolution of environmental issues
has followed a trajectory similar to that experienced by quality management
systems (QMS). QMS start from identifying the real needs of customers,
providing continuous improvement and rationalization of projects, processes,
products and services (Pfeifer 2002). The environmental management systems
(EMS), in turn, enable the realization of sustainable processes and reduce
production costs accruing to the application of the concept of cleaner produc-
tion (Bernardo et al. 2009).
The IMS (Integrated Management System) is becoming increasingly impor-
tant, but the experience may differ between regions and companies of differ-
ent sizes and sectors (Salomone 2008). Curkovic et al. (2005) report that the
ISO 9001 (quality management) and ISO 14001 (environmental management)

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contemplate systems of process control. These standards have similar in relation

to the rationalization of the production process, and encourage the use of vari-
ous tools, methods and practices for continuous improvement (Kjaerheim 2005).
Fresner (1998) concluded that CP and ISO 14001 work well together and
support each other by actually helping an organization to decrease their envi-
ronmental impact. The broader interpretations of quality lead companies to
equip themselves with various management systems. QMS, (according to ISO
9001 and ISO 9004–2000), can be the starting point, then extend the systems
related to the environment (ISO 14001 [2004] and/or EMAS [2001]), social
responsibility (SA 8000–2007) and occupational health and safety (OHSAS
18001, 2000). May et al. (2010) report that since the introduction of ISO 14000
in 1996, companies seeking n have increased worldwide.
According to Bamford and Greatbanks (2005), the application of quality
management tools has been of great importance to management systems.
Environmental management and quality management are integrated into
the continuous improvement PDCA cycle (Tague 2004; Werkema 1995;
Platje and Wadman 1998). The concept of continuous improvement implies
an endless process, with repetition of the operations carried out in order to
improve productivity (Slack et al. 2012). For McQuarter et al. (1995), tools and

Quality tool Purpose

Linear graph It allows the development evaluation of a data set over

time (Hagemeyer et al. 2006).
Responsibility Used to define the roles and responsibilities of actors
matrix during a project (Silva et al. 2013).
Gantt graph Facilitates time distribution of activities (Wilson 2003).

5W2H Define responsibilities, methods, deadlines, objectives

and resources (Werkema 1995).
Flowchart Represents, by graphic symbols, the steps sequence
of a task to facilitate the analysis of processes (Rose
2005).
Check sheet Used to quantify the frequency with which certain
events occur in a period of time (Tague 2004).
Stratification Divide the whole into parts, facilitating the individual
observation (Hagemeyer et al. 2006).
Benchmarking Compares actual or planned project practices to
those of comparable projects to identify best practices
(Bamford and Greatbanks 2005).
Pareto graph Prioritize problems related to a particular (Tague 2004).
GUT matrix Prioritize the elimination of problems, especially if
multiple and interrelated (Moraes 1999).
Brainstorming To launch and detail ideas seeking diversity of opinions
from a group creative process (Tague 2004).
Cause and It helps to search the roots of the problem by raising
effect diagram issues (Arvanitoyannis and Varzakas 2007).

Table 1: Description of quality management tools.

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quality techniques are practical methods, skills, means or mechanisms that

can be applied to particular tasks. Table 1 describes the quality management
tools that can be integrated to CP programs to ease its implementation.
Cleaner production means the continuous application of an integrated
preventive environmental strategy to processes and products in order to
reduce risks to people and the environment (UNEP 2012). Glavic and Lukman
(2007) define cleaner production as ‘a systematically organized approach to
production activities, which has positive effects on the environment’. Frondel
et al. (2007) report that normally, there is a distinction between two different
types of environmental innovation: cleaner production and end-of-pipe tech-
nologies. CP reduces the use of resources and/or pollution at source, while
emissions of pollutants, end-of-pipe technologies, are managed with post-
production measures. Thus, the CP technologies are often seen as being supe-
rior to the end-of-pipe technologies for environmental and economic reasons
(Moors et al. 2005). To Hoof and Lyon (2013), CP is seen as a strategic resource
to minimize emissions, effluents and waste through continuous improvement.
Companies that adopt CP strategies show reductions in emissions and in
capital expenditures for pollution control, which represents an advantage over
the end-of-pipe strategies.
The Brazilian National Center for Clean Technologies (CNTL) (2003) states
that the CP role of planning can be divided into three levels. Level 1 refers
to the priority measures for implementing CP, in both the product and the
production process. Level 2 covers the internal recycling, with the reintegra-
tion of waste into the process. The external recycling, which represents Level 3,
happens to be reused externally by the companies.
According to Van Berkel (2000), prevention is generally regarded as the
fourth step in the development of environmental management strategies,
following the dispersion strategies, control and recycling, and precedes the
sustainable development strategy, which has emerged as an environmental
management strategy. To Medeiros et al. (2007) in addition to reducing the
amount of materials and energy used, and minimization of waste and emis-
sions, cleaner production can provide a reduction of production costs and
increase efficiency and competitiveness.
Despite the benefits of CP, Chiu et al. (1999) state that a number of factors
may inhibit SMEs to implement the programme. According to Moors et al.
(2005), case studies revealed many barriers to the implementation of more
radical clean technologies. Such barriers can be classified as economic barri-
ers and systemic characteristics of infrastructure; knowledge and legislative
context; the organization and company culture; and stage of development and
technology. According to UNEP (2012), CP is suitable for developing coun-
tries because it offers to industrial sectors in these countries an opportunity
to develop production systems employing preventive environmental prac-
tices. The success of CP implementation needs not only internal cooperation
between the management teams, technical and operational, but also external
support and incentives of finance, politics and the market (Shi 2003).
CP has been identified as a prevention strategy to reduce the environmen-
tal burden associated with the processes and products of SMEs (Baas 2007).
The application of CP in SMEs is widespread in Latin America and around
the world. Initiatives for promoting the application of CP have involved tech-
nical assistance programmes offered by outside consultants and CP centres
(Grutter and Egler 2004; Leal 2006; Baas 2007). As a support for CP imple-
mentation, the 5S programme was also proposed (Gapp et al. 2008). For the

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adaptability and continuity of the 5S Program, a prior study with the comple-
tion of autonomous maintenance is essential. Autonomous maintenance is
a simple and practical strategy involving operators in maintenance activities,
mainly in cleaning, lubrication and visual inspections, based on the practice of
the 5S Program (Venkatesh 2013).

4. Material and methods

The model proposed in this article, the integrated cleaner production method
(CPIM), suggests changes in methods of implementation, integrating CP and
the quality management tools (Silva et al. 2013).
To develop the research, the relevant literature is explored to shed light on
objective of investigating the use of techniques and quality management tools
as a support for the implementation and management of CP procedures in
business, and the benefits found in this integration. The research focused on
works carried out between the years 2000 and 2016.
Peter et al. (2011) has proposed a methodological model for the joint
implementation of methods of clean production and cleaner production, 5S,
autonomous maintenance and lean production improving competitiveness
and environmental sustainability in business. Hasanbeigi et al. (2012) devel-
oped a work using benchmarking tools, linear graph and stratification in the
evaluation phase of CP, which helped to analyse more deeply the company or
sector that uses energy resources more efficiently. The paper proposed by Lin
et al. (2010) used the QFD method along with the Fuzzy and ANP methods
to assess which standards and indicators should be prioritized. Tseng et al.
(2008) used brainstorming at the planning and organization phase for better
comprehension of CP problems. Hu and Wang (2011) used the PDCA tool in
the implementation and monitoring phase to conduct an empirical study on
control in metallurgy sintering.
Kist et al. (2009) used the stratification tool in the pre-evaluation phase
for analysing wastewater problems. Medeiros et al. (2007) used brainstorm-
ing, stratification and flow chart at the pre-assessment and evaluation stage
to identify processes with waste reduction possibility. Altham (2007) wrote
an article about a study conducted in the dry cleaning industry integrating
benchmarking tools; linear chart, check sheet and root cause analysis to CP
programme. Telukdarie et al. (2006) presented a unique benchmarking model
for CP, and used a tool similar to the Pareto Graph tool and check sheet in the
pre-assessment phase and housekeeping to reduce waste in the implementa-
tion phase of CP. Again, benchmarking and scatter diagram appeared as tools
to support CP in a work of Sage (2000).
The integrated CP method as well as most of the methods of CP follow
the so-called PDCA (Plan, Do, Check, Act). For the shaping of the integrated
CP method, a second review was conducted in books, manuals, databases such
as Web of Knowledge and Science Direct. From this review, five methods were
chosen as being of relevance to the work context: UNEP DTIE (1996); CEBDS
(2003); CNTL (2003); Medeiros et al. (2007); and Silva et al. (2013). The keywords
used in the review were: cleaner production, pollution prevention, cleaner
production method and cleaner production and quality tools, and methods.
This study revealed some gaps in these methods and hence the lack of a
comprehensive CP method adaptable to the context of small and medium-
sized industries in Brazil. Thus, a model was developed and proposed to the
current context of Brazilian SMEs. The model presented in this article CP

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Integrated Method (CPIM) is intended to make the deployment of manage-

ment systems more affordable in all types of industries, where the improve-
ment of concepts and environmental management are not yet widespread.
This new method, CPIM, was developed based on a comparative analysis of
the relevant methods from the review and complementary supports, applying
the following criteria:

• Frequency of occurrence of CP phase: The steps that appeared most

frequently in the methods were included.
• Hierarchy of steps: The methods that separate phases in stages were
analysed to better understand the CP programme.
• Complementarity: Some steps that appear only on either method are
included in the proposed model, so that it would be more complete.
• Similarity between steps: The steps that appear similar from one method
to another were combined, so that the method becomes more objective.
• Sequence of steps: The sequence of some steps was changed in order to obtain
a more logical sequence of application and to facilitate implementation.
• Applicability: Every step of the assessed methods were analysed as part
of its application in the context of SMEs in Brazil, considering the evalu-
ations carried out in this study with respect to the barriers and difficulties
encountered in the implementation of CP.

The next step was to identify opportunities to apply the tools and techniques of
quality management that better fit each phase to ease the CP implementation.
Unlike the standard model developed by Silva et al. (2013), the CPIM
proposed here does not compare with Pollution Prevention methods (P2), it
just lists the methods of CP programme and suggests integration of the tools
and techniques of quality to facilitate the implementation of a CP programme.

5. Cleaner production integrated method (CPIM)

The main objective of the method is to integrate the cleaner production
programme with quality management tools. This integration enables a more
objective implementation, and facilitates the understanding and organi-
zation of the implementation steps of CP, indicating not only what has to
be performed at each step but also how the activities of each step must be
performed.
The CPIM method was structured in steps, which are characterized by its
objective and activities. The activities are characterized by a purpose and guide-
lines. The purpose defines what the activity should achieve and the guidelines
identify quality tools that can be employed in carrying out the activity.
Figure 1 presents an overview of the CPIM method using business process
model and notation (BPMN) (OMG 2013), as it provides a standard notation
and is easy to understand (Chinosi and Trombetta 2012). In this view, the steps

Figure 1: Overview of the CPIM method using Business Process Model and Notation.

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involved are highlighted: planning and organization, pre-assessment, evalua-

tion, viability study and implementation and monitoring. The following sections
detail each of these steps, emphasizing its objectives, activities and guidelines.

5.1 Step planning and organization

This step aims to secure the commitment of top management through a
diagnosis of the current situation of the company, so that the programme is
successfully implemented. This step consists of the following activities:

• Obtaining management commitment: Achievement of consistent results

crucially depends on the company’s commitment to the programme.
The guideline associated to this activity is the linear graph used to
display the indicators, which allows you to view the performance history
over time.
• ‘Ecoteam’ set up: In the methods used by Silva et al. (2013) and CEBDS
(2003), this phase appears after the awareness of employees. The forma-
tion of Ecoteam in CPIM was designated as the second activity, because
in the development of the case study about raising awareness of employ-
ees, it was found that the programme was already structured within the
company. The Ecoteam has the following functions: to diagnose problems;
implement the programme; identify opportunities and implement meas-
ures of cleaner production; monitor the programme and keep it running.
The guideline tool associated to this activity is the responsibility matrix
used for the identification of responsibilities within the group.
• Presentation of CPIM to ‘Ecoteam’: At this stage, it is important that the
Ecoteam is well familiarized with the basics of CP, QM Tools and the PDCA
cycle, with particular emphasis on the operating structure and implemen-
tation method, so that, there is no doubt among the participants about
CPIM and how it is to be presented.
• Awareness of employees: In the methods used by CEBDS (2003) and Silva et
al. (2013), this activity appears immediately after the commitment of top
management, which makes it difficult to publicize the programme if the
Ecoteam responsible for leading the work within the company is not yet
set up. Thus, the method proposed in this activity takes place only after the
Ecoteam was formed and trained on the CPIM.

5.2 Step pre-assessment

The main objective of this step is to carry out a brief assessment of the activ-
ities performed by the company through visits of the internal and external
areas of the company, including layout visualization and product flow from the
property. It is recommended that the main waste generated in the company
are listed according to the purpose of CP, focusing on the amount and toxicity
generated. This step consists of the following activities:

• Process flow diagram planning: It is recommended in this activity that the

process is mapped through the preparation of a flowchart to present the
various activities relating to the implementation of the tasks. Another
guideline for this activity is the preparation of a comprehensive qualita-
tive flowchart to a better visualization of process and generation of waste.
• Data collection: This activity requires that the input and output streams are
quantified. The guideline used to facilitate the data collection process is

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the Checklist Sheet, so that the data collected are arranged in an organ-
ized manner.
• Assessment focus selection: Silva et al. (2013) suggest that the data for this
activity undergo an initial analysis via the Pareto graph for quantifiable
data. In the case of non-quantifiable data, which would involve different
units of measurement, the guideline that is most suitable is the Gravity,
Urgency and Tendency (GUT) parameter, which is determined using
weighting attributes to value the information collected.
• Definition of performance indicators: In this activity, the definition of
performance indicators should identify the parameter that will be
accompanied by relating it with the production of the company. Silva
et al. (2013) bring this activity rather prominently, as CNTL (2003) is a
merger between the mass balance and performance indicators. Examples
of environmental indicators that can be used are water consumption
(m3/kg of product produced); power consumption (kW/kg of material
produced); raw material (MP/kg of product produced); generated solid
waste (kg/kg of product produced); and liquid effluent (m3/kg of prod-
uct produced).

5.3 Step evaluation

The evaluation step aims to update the data, analyse them and determine
what the existing CP options are. The activities that make up this step are as
follows:

• Preparation and mass balance analysis: This activity involves collecting the
most detailed quantitative data on the steps of prioritized processes for the
activity of ‘selection assessment focus’.
• Identifying the causes of waste generation: The guidelines suggested to
complete this activity are: brainstorming to generate ideas about possi-
ble causes of the problems in the productive sectors considered; and the
5W1H tool to better organize the questions and answers.
• Identification and selection of CP options: After performing all measurements
and identifying the causes of waste generation, opportunities for improve-
ment should be selected.

5.4 Step viability study

The purpose of this step consists of the technical, economic and environmen-
tal assessment and selection of viable opportunities. The activities that make
up this step are:

• Technical, environmental and economic evaluation: In this activity CP options

are evaluated aiming at the efficient use of raw materials, water, energy
and other inputs through non-generation, and at minimizing internal
and external recycling. The guideline that best fits the development of this
activity is the 5W2H to assist decision-making on priorities and resources.
• Selection of viable opportunities: This activity defines which CP opportunity
best fits the current situation of the company, considering the analysis
carried out in the previous activity. As a guideline for choosing the options
that best fit the profile of the company, the SWOT matrix is suggested
using, as this matrix clearly describes how each of the options are likely to
behave if they are adopted.

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5.5 Step implementation and monitoring

The purpose of this step is not only to implement cleaner production options
raised, but also to find ways to monitor the operation and behaviour of these
actions over time. This step consists of the following activities:

• Implementation of improvement actions: After selecting the viable options of

cleaner production, a strategy is drawn for implementation. In the devel-
opment of this activity, it is important to consider the detailed technical
specifications; the appropriate plan to reduce installation time; and the
expenditure items to avoid exceeding the budget. It is also important to
consider the careful installation of equipment and the team’s preparation
for the start up.
• Analysis of the actions effectiveness for improvement and monitoring: The
monitoring plan corresponds to the check phase (Check) of the PDCA
cycle. According CEBDS (2003), in this activity, the whole evaluation

Figure 2: Proposed Model (CP Integrated Method) for integration of CP and

Quality Tools.

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 Implementation of cleaner production along …

process would need to be organized, including indicators and targets

to be evaluated; specifications of how data are to be collected and who
would be responsible for monitoring each task; schedules for review
meetings; and procedures to be adopted in the event of failure to achieve
planned results.
• Continuity plan: 5W2H is the recommended guideline for this activity to
create or modify operating procedures. The monitoring of environmental
indicators should occur periodically by the company’s board. It is impor-
tant that new goals and targets be set to continue the PDCA cycle ensuring
that the CP programme can continue the environmental improvements in
the company.

Figure 2 illustrates a synthesis of the whole CPIM with its steps, activities and
the suggested quality management tools to facilitate its implementation in
industries.

6. Results and discussion

This section presents the results obtained from the application of CPIM in a
real situation, in a food industry. The industry, which has a staff of 110 employ-
ees, is located in the north of the Paraná state in Brazil. The products offered
by the company are classified as condiments, sauces and spices, and average
monthly production of these amounts to 453 tons.
The study was conducted in order to characterize the use of CPIM in a
specific context, demonstrate its applicability, as well as enhance the knowl-
edge about it and its application. The study sought to evaluate CPIM with
respect to its viability and suitability in the context of a real situation.
In the step ‘planning and organization’ to accomplish the activity of ‘obtain-
ing management commitment’, it was decided to measure the amount of solid
waste generated. Figure 3 shows data collected over a period of six months.

Figure 3: Indicator of solid waste generation.

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Figure 4: Flow chart of the overall ketchup production process.

Given the monthly average for solid waste generation of 2733 kg, as illus-
trated in Figure 3, the goal is to reduce this monthly discharge of solid waste
by 65 per cent or by 1800 kg/month. This goal was set by top management for
management in connection with industry commitment to the implementation
of CP.
Figure 4 illustrates the overall qualitative flowchart of ketchup processing
(main product).
On the data collecting activity, waste quantified represents the waste
generated with no condition for recycling. The Ecoteam considered
that the waste, which is recycled, does not deserve priority in this first
approach to cleaner production, so it was not quantified in the collected
data. Table 2 shows the data collection performed in the company, using a

Material (avarage/ Waste (amount/ Disposal cost in R$

month) month)

Solid waste (kg) 2732.7 0.65/kg

Wastewater (m3) 753.3 10.00/m3

Table 2: Data collection check sheet.

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simple check sheet. It was possible to measure the amount of solid waste
generated to be 2372.7 kg/month on average. The same can be observed
with respect to the effluent, generating an average of 753.3 m 3/month.
As the data are parametric, only the average data collection along the six
months is shown.
To find out more about the solid waste generated, the stratification tool
was used for the construction of the Pareto chart, as described in the activ-
ity ‘assessment focus selection’ of the ‘pre-eEvaluation’ step. It was decided
to analyse the assessment focus by using the GUT parameter to define the
focus of evaluation of solid waste and effluents. The data were evaluated and
discussed, with the Ecoteam considering the following aspects: legal regula-
tions; indicators; waste generation and consumption of resources; toxicity of
waste; and costs involved.
The GUT Matrix pointed out solid waste as a priority action. The
Ecoteam reached this decision considering that the effluent is 90 per cent
organic, showing no chemical damage to the environment, which is more
than a matter of natural resource waste. Since the solid waste is only non-
recyclable and difficult to dispose, waste was quantified considering the
high cost of raw materials that are discarded. Then it was decided to use the
Pareto graph.
For the GUT Matrix to show solid waste as a priority, it used the strat-
ification of waste generated by type as basis for the collection of data that
was used to build the Pareto graph, as shown in Figure 5. The Pareto chart
shows that the biggest problem in the generation of solid waste is the waste of
sachet films representing 36.7 per cent of the waste generated by the industry.

Figure 5: Pareto graph for quantification of solid waste.

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Figure 6: Process mapping of the sachet-filling sector.

Therefore, the Ecoteam decided to focus on evaluation on the sector of the

sachets of ketchup and mustard packaging.
The performance indicators were the amount of raw material (film) wasted
(kg/kg of consumed input), and the amount of film waste with raw material
discarded (kg/kg of raw material consumed).
To accomplish the ‘evaluation’ step, data were collected for two weeks and
processed for values within one year. The flowchart in Figure 6 illustrates the
mapping of the filling process of ketchup sachet, with its input and outputs.
Table 3 shows the mass balance of the sachet-filling sector, i.e. the amount
of raw materials and inputs that are consumed in a year; the cost of these;
quantity of waste generated (output) and the cost incurred due to disposal of
this waste. It also illustrated the total cost of waste, specifying how much was
paid for the raw material or input discarded, and what it is paid for disposal as
indicated in the last column of Table 3.
To identify the causes of waste generation in the sachet-filling sector, brain-
storm sessions were used, which involved participation of all members of the
eco-team. This activity enabled the structuring of cause and effect diagram where
it is observed that largely involves machinery, work force and raw materials.
Using the cause and effect diagram, work was directed to Level 1 of the
CNTL (2003) method, which involved action on waste reduction at source,
and on changes in products and processes. Finally, the opportunities of modi-
fication in the process applying best practice cleaner production had been
worked out, deploying the 5S programme in the sachet production sector.
Completing the ‘viability study’ step with analysis of the technical, envi-
ronmental and economic evaluation, the eco-team decided it was feasi-

Specific evaluation of the sachet-filling process

Product Consumption Cost Total cost Amount Disposal Total Total
(kg/year) (R$/kg) of waste cost (R$/ disposal waste
(kg/year) kg) cost (R$/ cost (R$/
year) year)
Film 131519.50 12.00 1,578233.98 7534.70 0.65 4897.56 95313.96
Raw 2384564.00 0.72 1,716886.08 863.62 0.65 561.35 10924.79
material
Packages 174688.80 0.75 1,31016.60 720.72 0.65 468.47 9117.11
Water N/A

Table 3: Mass balance in the sachet-filling sector.

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 Implementation of cleaner production along …

ble to make improvements or modifications to CP even on best practice

lines. The eco-team also noted the need for replacement of raw materials
and technological changes, which generate more costs. Based on the action
plan data, three SWOT matrices were prepared, one for each opportunity of
improvement.
On the information obtained through the formation of these SWOT
matrices, it was decided to start acting with good practice CP, adding only
a few technological changes, which complete the necessary process changes.
On the ‘implementation and control’ step, if the company has not already
employed it in its routine, implementation of the 5S Program is strongly
recommended. Adding to the 5S Program and ensuring the quality of products
is important to encourage the concept of autonomous inspection, as well as
autonomous maintenance (Venkatesh 2013). For better organization of tasks,
it is interesting to execute the action plan organized with the 5W2H tool.
The relevant indicator for the option under consideration is the amount of
solid waste generated, which is monitored monthly and discussed in meetings
by the eco-team and representatives of the sectors involved.
Figure 7 illustrates the results after one month of consolidated implemen-
tation; the bar chart provides a comparison of total waste generation within
the company before and after the CP.
As shown in the Figure 7, there was a decrease of waste generation, not
only on the scope of CP (sachet-filling sector), but also in sectors where
CP has not been officially implemented, and where only the concept of CP
was spread across the company. During the first month post-CP collection,

Figure 7: Comparative results before and after the implementation of CP.

www.intellectbooks.com    79
Syntia Lemos Cotrim | Dante Alves Medeiros Filho …

reduction of the total waste generation was from 2.733 kg/month to 2.217 kg/
month, i.e. a reduction of approximately 19 per cent.
For the success of the continuity plan proposed on ‘implementation and
control’ step and the implementation of the proposed method, the eco-team
decided to conduct monthly audits to analyse the development of the 5S
Program, which was the tool chosen for the realization of the housekeeping
phase (tool used in the implementation of good CP practices) described in CPIM.

6. Conclusions
As noticed in the implementation process of the case study, CPIM required
some adjustments to better fit in the deployment process – especially in
implementing the first activities of step 1. There was also the need to include
other quality tools, such as autonomous maintenance during the implementa-
tion of the 5S programme.
The result does not reflect the target set, which was a 65% reduction
in solid waste generation; but considering that the implementation of CP
occurred in only one sector of the company, it is concluded that the reduction
of 19% in the generation of waste is relevant and consistent with the proposed
method. However, considering only the ketchup sachet film residue as focus of
improvement opportunities, the reduction was 35%. However, by continuously
improving the proposed PDCA cycle, the desired goal can be approached.
The results also reflect the importance of IMS, and of facilitating its imple-
mentation in SMEs. During the execution of this work, some barriers were
encountered, one of which relates to the difficulty of top management commit-
ment. This particular barrier poses a great difficulty for SMEs to implement
management systems in general. Since SMEs individually represent small
market shares, they end up receiving less attention from regulatory agencies,
particularly those governing the environmental question. Therefore, the issue
of disposal of waste generated by the industry is not treated as a priority.
According to the data presented, it is possible to note that there are few
studies relating to quality management techniques and tools used to assist the
implementation of cleaner production. This article has argued that CP imple-
mentation would be effective with the inclusion of quality management tools
that can provide greater control of the activities by providing a sound base for
decisions by the eco-team; avoiding misalignments and misunderstandings;
and reducing the program’s time of implementation.

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Suggested citation
Cotrim, S. L., Filho, D. A. M., Leal, G. C. L. and Galdamez, E. V. C. (2018),
‘Implementation of cleaner production along with quality manage-
ment tools’, International Journal of Technology Management & Sustainable
Development, 17:1, pp. 65–85, doi: 10.1386/tmsd.17.1.65_1

Contributor details
Syntia Lemos Cotrim is a full-time professor in the Department of Production
Engineering, State University of Maringá. She is a doctorate student in
chemical engineering, received her MA in urban engineering from State
University of Maringá and her BA in production engineering from State
University of Maringá. Her research interests include industrial engineering,
assembly and task planning, product engineering, quality management and
sustainability engineering.

84   International Journal of Technology Management & Sustainable Development

 Implementation of cleaner production along …

Contact: 5.790, Colombo Ave. Jds. Universitário; Maringá – Paraná – Brazil;

CEP 87020-900.
E-mail: [email protected]

Dante Alves Medeiros Filho is a full-time associate professor in the Department

of Computer Science, State University of Maringá. He received his Ph.D. in
civil engineering from University of São Paulo, his MA in engineering from
Federal University of Rio Grande do Sul and his BA in civil engineering from
State University of Maringá. His research interests include human–computer
interaction and computer science applied to engineering.
Contact: 5.790, Colombo Ave. Jds. Universitário, Maringá, Paraná, CEP 87020-
900, Brazil.
E-mail: [email protected]

Gislaine Camila Lapasini Leal is a full-time professor in the Department of

Production engineering, State University of Maringá. She received her Ph.D.
in eletronic engineering and industrial computing from Federal Technological
University of Paraná, her MA in computer science from State University of
Maringá and her BA in production engineering from State University of
Maringá. Her research interests include industrial engineering, knowledge
management and computer science.
Contact: 5.790, Colombo Ave. Jds. Universitário, Maringá, Paraná, CEP 87020-
900, Brazil.
E-mail: [email protected]

E. V. C. Galdamez is an associate professor in the Department of Production

Engineering at State University of Maringá, Paraná, Brazil. Quality engineer-
ing is his primary research interest. He holds a BA in mechanical engineering
from Federal University of Pará and a Ph.D. in production engineering from
the University of São Paulo/São Carlos School of Engineering.
Contact: 5.790, Colombo Ave. Jds. Universitário, Maringá, Paraná, CEP 87020-
900, Brazil.
E-mail: [email protected]

Syntia Lemos Cotrim, Dante Alves Medeiros Filho, Gislaine Camila Lapasini
Leal and Edwin Vladimir Cardoza Galdamez have asserted their right under
the Copyright, Designs and Patents Act, 1988, to be identified as the authors of
this work in the format that was submitted to Intellect Ltd.

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